Strategic Leadership and Service Delivery At Konza Technopolis Development Authority, Kenya

Konza Technopolis Development Authority in Kenya has experienced challenges in service delivery, notably delay in provision of services and slow response to customer complaints. While strategic leadership has received attention in literature, its role in service delivery of the firm, especially in the context of Konza Technopolis Development Authority has remained unexplored. Thus, the general objective of this study was to establish how service delivery at KoTDA may be influenced by its strategic leadership. In specific terms, strategic direction and ethical practices were explored in relation to service delivery at Konza Technopolis Development Authority, Kenya. The Service Quality model, contingency theory, strategic leadership theory and human capital theory anchored the study variables. Descriptive survey design was adopted targeting employees working at Konza Technopolis Development Authority and investors (customers) adding to 255 respondents. From these, 156 respondents were sampled in strategic and random terms. Questionnaires gathered participants' insights. Pilot study was done using 6% of the sample size by respondents from Konza Technopolis Development Authority to validate and determine reliability of the instrument. SPSS guided quantitative analysis to be descriptively and inferentially conducted and content analysis for qualitative statistics. The study established that strategic direction (M=3.78, β=.362, p=.000